BAGO CITY COLLEGE

CRIMINAL JUSTICE EDUCATION

DEPARTMENT OF CRIMINOLOGY
(Law Enforcement Training and Public Safety)
Bago City, Philippines 6101

COURSE: LEA 101 – LAW ENFORCEMENT ORGANIZATION AND ADMINISTRATION

(Inter -Agency Approach)

Introduction
The course deals with the study of principles underlying police
organization and management with particular focus on the
Constitutional mandate, Republic Acts 6975 and 8551, and previous laws
and issuances relating thereto.

It includes the organizational structure and organization of the

Philippine National Police, on the national and local levels.
Emphasis is given on direction, supervision, coordination and control
of all local police forces as a homogeneous body under a single
command.

 It also includes the basic management functions in so far as these

are applied to the police organization.
Police planning is integrated into this course, and it is designed to
equip the students with knowledge on the development of effective
plans, particularly on strategies and tactics for effective
operations.

The emphasis is on the special techniques and procedure applicable to

unusual needs like unusual criminal activities, civil disturbances,
special community events, disaster plans, and civil defense.

Chapter 1
Concept and Principles of Policing

I. Definition of organization and administration.

What is Organization?

It is a form of human association for the attainment of goal or

objective.
It is the process of identifying and grouping the work to be
performed, defining and delegating responsibility and authority
establishing relationships for the propose of enabling people work
effectively.
The organization with management and administration is directed
towards the achievement of goals and objectives. Goals are broad
statements of general and long-term organizational purposes often used

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to define the role of the police, for instance, to prevent crime,
maintain order or help solve community problems. Objectives are
specific short-term statements consistent with an organizations goal.
The organization guides members in its operation of the assigned
duties. It enhances better administration of the department. Good
organization and administration would eventually mean effective and
efficient police work. Organization can also distinguish by their
degree of formality and structure:

1. Formal Organization-is defined as those organizations that are

formally established for explicit purpose of achieving certain goals.
(Stable social institutions.p).

2. Informal Organization- are those sharing the basic characteristic

of all organizations arise through the social interactions of
individuals or through family grouping.
Police organization
A group pf trained personnel in the field of public safety
administration engaged in the achievement of goals and objectives that
promotes the maintenance of peace and order, protection of life and
property, enforcement of the laws and prevention of crimes.

What is Administration?
Administration is a set of day-to-day activities that are related
to financial planning, record keeping and billing, personnel, physical
distribution and logistics within an organization.
The function is to create favorable conditions for the
educational process and their maintenance at an effective level. For
effective organization, good administration should involve planning,
organizing, directing, motivating, controlling and decision making.

Police/Law Enforcement Administration

The process involved in ensuring strict compliance, proper

obedience of laws and related statutes.
Focuses on the policing process or how law enforcement agencies
are organized and managed in order to achieve the goals of law
enforcement most effectively, efficiently and productively.
Police administration refers to the organizing and management of
policing. The conceptual breadth of the term “police administration”
is elastic. It can refer to how the policing function is organized at
the national or societal level or more specifically to how individual
police agencies and units are organized and managed. This bibliography
leans in the latter, narrower direction, focusing primarily on the
work that police administrators and managers do and, on the behavior,
and activity that goes within police organization. The context in

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which the term “police administration” is used also to creates an
important distinction. The term refers both to the study of police
organization and to the practice of organizing and managing police.
(Police Administration, by Gary Cordner and Joseph Schafer}
Police administration refers to the direction of the police
organization or a part of it and the use of its resources in such a
manner so as to carry out its function efficiently. (R.V. Castillo
and B.B Guerrero,2013)

Definition of the Word POLICE

The word police originated from the Greek word POLITEIA, which
means a government of a city. The Romans borrowed the word and changed
it into POLITIA, which also has a same meaning. It was later on
barrowed by the French who changed it into police, which means a
person who enforces the law.
Police, in its broadest sense, means the internal organization or
regulation of a state and the control and regulation of a community
through the exercise of the constitutional power of the government.
In its broader sense, police denote the power of the government
which is concerned with the maintenance of tranquility, public order,
peace, security of persons and property and the protection of health
and morale.
In a restricted sense, it refers exclusively to that body of
armed men, which as an institution, is capable of exercising its
duties by armed physical forces in the preservation of peace and
order, detection of crime, and the execution of laws.

Theories of Police Service

Fundamental Theories of Police Service

1. The continental Theory

In this theory of police service, policemen are considered as
servants of the higher authorities, and the people have little or no
share at all in their duties nor any direct connection with them. This
theory prevails among the continental countries like France, Italy and
Spain where governmental structure follows the centralized pattern.

2. The Home Rule Theory

The Home Rule Theory considers policemen as servants of the
community, who depends upon, for the effectiveness of their functions,

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the express wishes of the people. In this theory, policemen are civil
employees whose primary duty is the preservation of
the public peace and security. This is practiced in England and in
United states of America where the governmental structure is
decentralized in pattern.

Concept of Police Service

1. Old Concept
In this concept of police service, the police organization is
looks upon as merely repressive machinery. This believes in placing
more people in jail rather than keeping them out of jail. Punishment
is the only instrument of crime control, and the yardstick of police
efficiency is more on arrest.

2. Modern Concept
The modern concept of police service considers police
organization as an organ of crime prevention. Its activities include
certain aspects of social services and has for its objectives the
welfare of the individual as well as that of the society. The
yardstick of police efficiency is the absence crime. (R.V. Castillo
and B.B Guerrero,2013)

Chapter 2
Police Objectives, functions and Activities

Police Activities:
1. The prevention of Criminality.
2. Repression of Crime.
3. Apprehending of offenders.
4. Recovery of Property.
5. Regulation of Non-Criminal Conduct.
6. Performance of Related Miscellaneous Service.

The organization of the police force commonly requires the following

organizational units:

Functional Units:

1. Bureau - the largest organic functional unit within a large

department. It comprises of numbers of divisions:

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2. Division - a primary subdivision of a bureau.

3. Section -functional unit within a division that is necessary for

specialization.

4. Unit -functional group within a section; or the smallest functional

group within an organization.

Territorial Units:

1. Post - a fixed point or location to which an officer is assigned

for duty, such as a designated desk or office or an intersection or
cross walk from traffic duty. It is a spot location for general guard
duty.

2. Route -a length of streets designated for patrol purposes. It is

also called LINE BEAT.

3. Beat - an area assigned for patrol purposes, whether foot or

motorized.

4. Sector - an area containing two or more beats, routes, or post.

5. District-a geographical subdivision of a city for patrol purposes,

usually with its own station.

6. Area- a section or territorial division of a large city each

comprised of designated districts.

Categories of Police Activities

1. Primary, Line or Operational Police Function

These refer to activities such as patrol work, traffic
control/management, criminal investigation and juvenile and vice
control. Sometimes, intelligence is classified as line function. The
accomplishment of these primary task should achieve the police
objectives.

2. Secondary, Auxiliary or Service Functions

These take charge of transportation, communication, property
supply, records, laboratory, and jail or custody maintenance and
identification. These tasks shall assist and effectively support the
primary tasks in the accomplishment of the police objectives.

3. Administration or Managerial Function

These include personnel, intelligence, inspection, planning
activities, budgeting, training and public relations. This task should
assist and effectively support the primary and secondary police tasks
in the attainment of the police objectives.

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Under Management or Administrative Function are the following:

Planning
-The determination in advance of how the objective of
the organization will be attained
- the process of setting performance objectives and
identifying the actions needed to accomplish them
- working out in broad outline the things that need to
be done and the methods for doing them to accomplish the purpose
set for the enterprise
Organizing
- Involves the determination and allocation of the men and
women as well as the resource of an organization to
achieved pre-determined goals or objectives of the
organization
- The process of dividing the work to be done and
coordinating the results to achieve a desired purpose
- Establishment of the formal structure of authority
through which work subdivisions are arranged, defined and
coordinated for the desired objectives

Directing
- involves the overseeing and supervising of the human
resources and the various activities in an organization
to achieve through cooperative efforts the pre-determined
goals or objectives of the organization
- also called leading, the process of directing and
coordinating the work effort of other people to help them
accomplish an important task
- task of making decisions and embodying them in specific
and general orders and instructions

Controlling
- involves the checking or evaluation and measurement of
work performance and comparing it with planned goals
necessary corrective actions so that work is accomplished
- the process of monitoring performance, comparing results
to objectives and taking corrective actions as necessary
- also called supervising
-
Staffing
- the task of providing competent men to do the job and
choosing the right men for the right job
- involves good selection and processing of reliable and
well-trained personnel
- filling the organization with the right people in the
right position

Reporting

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 - the making of detailed account of activities, work
progress, investigations and unusual in order to keep
everyone informed or what is going on

Budgeting
- the forecasting in detail of the results of an officially
recognized program of operations based on the highest
reasonable expectations of operating efficiency

The Basic Police Function

1. Crime Prevention
This is a function of the police service which is directed in
eliminating or reducing the desire to commit crime. Crime prevention
must be coordinated very closely with agencies such as the members of
criminal justice system or other sectors of society.

2. Crime Control
It refers to the control or neutralization of criminal activity.
The key to crime control is proper enforcement of the prevention of
the Revised penal code and Special Laws governing criminal acts.
3. Regulation or Control of Non-Criminal Conduct
Police functions, which are concerned with the maintenance of
order by enforcing rules, regulations and ordinances, are all aimed at
achieving a desired uniform standard of activity among members of the
society.

Chapter 3
Police Organization

Police organization Defined

This concerns the arranging of personnel and function in a
systematic manner designed to accommodate stated goals and objectives
in the most efficient manner possible.
It refers to designating duties to department and personnel that
are to carry on particular work. Such designation defines the function
and specifies the relations that are to exist among departments and
individual.

Nature of Police Organization

The police department is truly a complex bureaucracy. It is
mostly a multi-level organization, organized in the form of a pyramid
with the top-level administrator being the chief of police. At the
bottom level of the organization, one finds the patrolman or line
officer. The patrol officer is the backbone of the police department.
The lowest level worker found in many, if not most, complex
organizations who usually performs the routine, repetitive kind of
work necessary to keep the organization functioning.

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 The police department by its very nature places the line officer
in a position where he is a decision maker and manager of his area of
responsibility from the first time, he is given a beat to patrol.
There are indeed few agencies in which the efficiency and
parameter of the law enforcement functions are vested in those
individuals quite likely have the least amount of experience and
expertise in the organization.

Types of Police Organizational Structures

An organizational structure is a mechanical means of depicting,
by an arrangement of symbols, the relationships that exist between
individuals, groups, and functional relationships between groups and
individuals clearly defined to ensure accountability and compliance.

Line Organization
The straight-line organization, often called the individual,
military or departmental types of organization, is the simplest and
perhaps the oldest types; but it is seldom encountered in its channels
of authority and responsibility extends in a direct line from top to
bottom within the structures, authority is definite and absolute.
o While the line type of organization has many advantages, it
also has some inherent weaknesses which, for many
organizations, make its use impractical.
o Perhaps its greatest advantages it that, it is utterly
simple. It involves a division of the work into units of
eight people with a person in charge who has complete
control and who can be hold directly responsible or
accountable for result, or lack of them.
o Quick decisions can be made in the line organization because
of the direct line’s authority. Because of these direct
lines, each member in the chain of command knows to whom he
is clearly fixed.
o Discipline is administered in this type of the organization.
o Responsibility for making decisions is well identified.
Singleness of purpose isg0nn fostered. Coordination of
effort is relatively easy to achieve because functional
overlapping in between units, a prime cause of friction in
any organization can be minimized.

Functional Organization

o The functional organization in its pure form is rarely found

in present day organizations, except at or near the top of
the very large organizations.
o Unlike the type of structure, those establishments organized
on a functional basis violate the prime rule that men
perform best when they have but one superior.
o The functional responsibility of each functional manager is
limited to the particular activity over which he has
control, regardless of who performs the function.

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 o Coordination of effort in this type of organization becomes
difficult since the employees responsible for results may be
subject to functional direction of several persons.
o Discipline is difficult to administer because of this multi-
headed leadership.
o There may be considerable conflict among the functional
administrators, resulting in much conclusion among line
personnel.
o Line of authority and responsibility are fragmented into
many functional channels, making each superior responsible
to several superiors depending upon the function he happens
to be performing.
o The functional organization in its purest form is rarely
found in present-day organization except at or near the top
level.

Advantages
1. divides responsibility and authority between several
specialists;
2. Functional responsibility is limited to the particular
activity over which he has control regardless of who performs the
functions.

Disadvantages
1. Coordination of effort becomes difficult;
2. Discipline is difficult to administer;
3. Conflict among the functional administrators.

Line and Staff Organization

o The line and staff organization are a combination of the
line and functional types.
o It combines staff specialist such as the criminalists, the
training officers, the research and development specialists,
etc. channels of responsibility are to think and provide
expertise for the line units.
o The line supervisor must remember that he obtains advice
from the staff specialist.
o In normal operations, the staff supervisor has line commands
but with recognized limitations such as coordination between
line and staff personnel can be achieved without undue
friction.
o Failure to recognize these line and staff relationship is
the greatest and most frequent source of friction and a
barrier to effective coordination.
o The advantage of this kind would be- it combines staff
specialist or units with line organization so that service
of knowledge can be provided line personnel by specialist.

Matrix Structure/Organization
One interesting form organization design is variously referred to
as “matrix” or “grid” structure. In some cases, the style has been
inclusively part of “project” or “product” management. The essence of

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matrix structure is in the assignment of members of functional areas
(e.g. patrol, detectives, and support services) to specific project
(taskforce and crime specific programs). The most typical situation in
which the matrix approach is used in where a community has had a
series of sensationalized crimes and the local police department
announces it has a formed “task force” to apprehend the violator.
Quite often, the matrix structure is used for relatively short period
of time, when specific programs are conducted. After the assignment is
completed, individuals return to their respective units.
Although the matrix structure greatly increases organizational
complexity, it has been successful only in the short-term delivery of
police service.

Principles of Police Organization

To understand the organization and operation of public departments

certain general basic principles of organization must be understood.

These principles of organization were generated by the experience of

industry, business, and the military services.

They have no absolute values, but they do provide a check list against
which an organization can be structurally and functionally evaluated.

This notion will become more defined as each principle is considered.

1. Division of Work
This is an apportioning of works or tasks among the various units
or groups according to some logical plan. Works are apportioned based
on the functions, time schedule, territorial units, specialization,
and other aspects to avoid duplication confusion and friction among
various units.
For a police organization to be effective, work assignments must be
designed so that similar tasks, functions, and activities are given to
an individual or group for accomplishment.

Police functions are sub-divided into units that are described as

follows:

1. Branch -usually the largest unit within station

2. Division - part of the branch having a department-wide
function

3. Section -basically one of the several functional elements of a
division

2. Delineation of Responsibility
This includes making lines of authority and responsibility
definite and directs possible so that responsibility may be properly

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fixed and duplication avoided. Thus, every member in the force knows
where he fits in the pattern, to whom he is responsible, and who is
responsible, and who is responsible to him.

3. Span of Control
A span of control is the maximum number of subordinates at a
given position that supervise effectively. The span of control of
supervisor over personnel or units shall be not more than what he can
effectively direct and coordinate, relate levels of authority shall be
kept to minimum.
This is the extent of direction, coordination, and control over
immediate subordinates. The span of control of a supervisor over
personnel or units shall not be more than what he can effectively
direct and coordinate, span of control is based on the assumption that
there is a limit to the number of individuals that one person can
supervise. It depends upon various factors such as: the type and
complexity of the worked performed; the skills, training, and
experience of personnel performing the work; the degree of
specialization involved in the work performed; and the knowledge,
skills, and experience of the supervisor.

4. Unity of Command
Traditional theories of organization insisted that each employee
should have only one supervisor or boss, and considered this principle
of “unity of command” the backbone of any organizational structure.
Thus. A patrol officer, for example, would always receive orders from
one sergeant and would always report to that same sergeant. If the
officer was instructed or advised by a detective or any other
administrator (with the possible exception of the chief), the officer
is expected to check with his or her sergeant before taking any
action. Each individual, unit or situation shall be under the
immediate control of only one supervisor.
Unity of command means each person, from the bottom to the top of
the organization, has just one boss, and no one but that boss should
be giving him direct orders. In the averaged business this principle
of unity of command- that no man can srve two masters- violated
frequently and flagrantly.
A superior has direct authority and responsibility for his
subordinates; he is responsible for their actions. But if someone else
is coming in and giving orders to them, that someone is assuming
authority over them, taking the authority away from their boss, and
leaving him with the responsibility. This is contrary to the principle
that authority and responsibility must be coextensive. A person giving
orders to someone else’s subordinates is violating the chain of
command.

5. Chain of Command
This is a line or chain of superiors from top to bottom. The
chain of commands determines that successive and specific persons in
the chain of command, from the first level supervisor to the chief of
police, must be given an opportunity to deal with those incidents for
which they are responsible. A person cannot be held accountable if the

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chain of commands is violated, such as allowing another person below
to handle the situation.
This principle or organization suggests that communications
should ordinaly go upward through established channels in the
hierarchy. Diverting orders, directives, or reports around a level of
command usually has disastrous effects on efficiency of the
organization.
The chain of command is violated when one organization member
communicates in an official capacity with another who is not his
immediate superior, subordinates, or colleagues. Some violation can be
charged to ignorance, come to failure to consider the consequences,
and some to the ambition of supervisor who is trying to take over the
authority for a particular activity in order to enlarge the area of
his job.

6. Delegation of Authority
As an organization grows in complexity it soon becomes apparent
that delegation must take place. Organization dynamics requires that
authority-responsibility relationships be established so that the
hierarchical structure can accomplished its objectives. The process of
delegation must take place whenever a supervisor’s responsibilities
become too heavy for him. The only way he can do his job effectively
is to delegate some of his work to others. Delegation frees him from a
multitude of time-consuming task and permits him to give proper
attention to the important parts of his job. Delegation involved
authority, responsibility, and accountability.

Authority

Authority involves the right to make

decisions, give orders, and expect to be obeyed
in relation to work assignment. It is the right to require
action of others. It is a permission to make
commitments, use resources, and to take other necessary
action to make possible the performance of assigned work.
Authority is described and defined in job description,
policies, procedures, instruction manuals, routines,
and special instructions.

Responsibility and Accountability

Responsibility is a double obligation: 1)

to the obligation to perform the assigned work in a
suitable manner ot to see that someone else does it in
suitable manner, and 2) accountability for its proper
performance. Accountability is defined as the obligation
of a subordinates to report to the delegating superior upon
the exercise of authority and the performance of the
assignment. Actually, an employee is responsible for two
things: performance of the work assigned, and the
feedback to the boss as to the way the authority was
exercised and the work performed. Accountability is

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 being answerable for one’s conduct in respect to obligation
fulfilled; it is a rendering of stewardship.
Generally, the activities an individual has
to do himself are called duties. The word
responsibilities is used in this text to include his duties
plus the activities he can delegate to somebody else. The
process of delegation does not relieve the delegator of
any responsibility, accountability, or authority. The
delegator is still responsible for seeing that the
work is one satisfactorily and for reporting on it to
his own boss. If need be, the delegator can take back the
authority, and he can keep it or give it to someone
else.

Delegation
Delegation is the act of transferring
selected responsibilities, with commensurate authority, to
one or more subordinates. Delegation of authority
should be from a superior to his immediate
subordinates. Theoretically the delegation should be to the
position and not to the man; but actually, the kind of a
man determines the kind of delegation. First of all,
the subordinates must be able and willing to receive the
authority. To be able he must have a sufficient knowledge
and experience to make a good decision and just be
able to exercise his authority so that the goals will be
achieved. And he must be willing to accept responsibility.
Compare “Accountability” as alluded to
earlier, a delegation of authority does not include a
delegation of accountability. The latter cannot de
delegated, since accountability for getting the job
done falls on the delegator and, ultimately, on the
chief executive of the agency. In other words, a chief of
police must be fully accountable to the local government
(city or country) for the actions along with the chief
would violate the basic notion of administrative
responsibility.

7. Grouping of Similar Task

Task, similar or related in purpose, process, methods, or
clientele, should be grouped together in one or more units under the
control of one person. Whenever, practicable, every function of the
police force will be assigned to a unit.

According to function
The force should be organized primarily according
to the nature of the basis to be performed. It should be
divided into groups so that similar and related duties
may be assigned.

According to Place of Work

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 A territorial distribution of a platoon, accomplished
by assigning patrolman on beats, is necessary to facilitate
the direction and control of the officer and to ensure suitable
patrol service at very point with in the jurisdiction. Patrolman
or street duty is usually under the supervision of a patrol
sergeant. When the number of patrolmen is great, it may be
desirable to divide them into squads assigned to specific sectors
of jurisdiction, with sergeant in charge of each squad.

According to Time Frame

The elements are divided into many shifts or
watches according to the time of the day. This is the
most elementary from of police organization. Any large
functional unit can also be organized according to top
time if the demand exists.
According to Level of Authority
A police department is always divided according to the
level of authority. Example, there will be some patrolmen,
sergeants, some lieutenants, some captains, and so on. Veridical
combination of superior officers with each rank at a different
level of authority from any other, from channels through which
operations may be directed and controlled can be adopted in
certain cases to ensure coordination.

8. Specialization Based on Need

Specialized units should be created only when overall department
capability is thus significantly increased.
Specialization is a principle or organization which is a result
of the division of the force into separate units. The degree of
specialization is determined by the size and sophistication of the
department and by the extent to which unit has exclusive
responsibility for the performance each group of the operational task.
Specialized units should be created only when overall department
capability in thus significantly increased.

Chapter 4
Historical Background on Policing

Primitive Policing Law enforcement can be traced back to the cave

dwellers, who were expected to follow certain rules or face banishment
or death. The customs depicted in early cave dwelling may represent
the beginning of law and law enforcement. The prehistoric social order
consisted of small family groups living together as tribes or clans.
Group living gave rise to customs everyone was expected to observe.
The tribe’s chief had executive, legislative and judicial powers and
often appointed tribe members to perform special task to include
guarding the community against depredation of lawless elements.

Ancient Law Enforcement

The Sumerians

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The earliest record of ancient peoples needs to standardize rules and
methods of enforcement to control human behavior dates to
approximately 2300 B.C., when the Sumerian rulers Lipithstar and
Eshumma set standards on what constituted an offense against society.

The Babylonians

The Code of King Hammurabi (2100 B.C.) –during the time of Babylonian
King Hammurabi, he established rules for his kingdom that designated
not only offenses but punishment as well. The principle of the code
was that the strong shall not injure the week. Hammurabi originated
the legal principle of LEX Talionis- the eye for an eye, tooth for a
tooth doctrine.

Ancient Egypt

The early Egyptians established laws and court and a rudimentary rule
of law. The first account of a developing court system originated in
Egypt in approximately 1500 B.C. the court system was presided by
judges who were appointed by the pharaoh. They later organized marine
patrols and customhouses to protect commerce.

Ancient Greece

The Greeks had an impressive of law enforcement called theophoric.

Each year at Sparta, a body of Ephors was elected and given almost
unlimited powers as investigator, judge, jury and executioner. These
five men also presided over the senate and assembly, assuring that
their rules and decrees were followed. From the Greek philosopher
PLATO, who lived from 427 to347 B.C., was the idea that punishment
should serve the purpose rather than simple retaliation.

Ancient Rome

The Romans had a high development system of administering justice. The

12Tabulae (12 tables) were the first written laws of the Roman Empire.
Ideals with legal procedures, property ownership, building codes,
marriage customs and punishment for crimes. At the reign of Emperor
Augustus, he created the Praetorian Guard, which consisted of about
7000 men\soldiers to protect the palace and the City of Rome, together
with the Urban Cohorts to patrol the city. He created the so-
called Vigils who were assigned as firefighters and eventually given
law enforcement responsibilities. As the first civilian police force
the Vigiles sometimes kept the peace very ruthlessly, hence the
word vigilantes. Another important event was the time of Justinian I,
ruler of the Eastern Roman Empire (527 to 265 A.D.) who collected all
Roman laws and put it into his Justinian Code-they became known
the Corpus Juris Civilis which means Body of Law.

The Early Policing System

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The policing system is divided into different systems namely:

The Anglo-Saxon Period

The Anglo-Saxons were influential in developing the early police

forces. The following are the features of this period:

1. Tun Policing System- Tun is the forerunner of the word town. Under
this system all male residents are required to guard the town and to
preserve the peace and control, to protect life and property from harm
or disturbance.

2. Hue and Cry - a system of apprehending a criminal whereby a

complaint goes to the middle of the street and shouts to call all
males to assemble. The victim reports his complaint to the assembly
and gives the whereabouts of the perpetrator. All male residents would
then proceed to locate and apprehend the culprit. When apprehended,
trials conducted giving the culprit a chance to depend himself.

3. The Royal Jude -a person who conducts criminal investigation and

gives punishment. Punishment usually fits the crime committed.

4. Trial by Ordeal- a system of determining guilt and innocence in the

ancient times which was based on painful test of skills. It is usually
accompanied by harsh punishment. For instance, suspects were required
to place their hands in boiling oil or water. When not hurt, it
indicated guilt and the suspect placed under punishment.

The Normal Period of Policing (1066-1285)

1. Shire-Rieve System- England at the time of William Norman, divided

England into 55military districts known as the Shire-Rieve. Shire was
the district, Rieve was the ruler who makes laws, pass judgment and
impose punishment. He was assisted by a constable (forerunner of the
word constabulary).

2. The Traveling Judge- one responsible in passing judgment which was

taken from the Shire-Rieve in view of some abuses by the Rieves.

3. Leges Henri -the law of King Henrie I. During this period:

a. offenses were classified as against the king and individual
b. police men were considered public officials
c. police and the citizens have the broad power to arrest
d. a grand jury was created to inquire on the facts of the law.

4. The Magna-Carta- laws were enacted upon the demand of the Knights
of the Round Table and forced the king to sign the same. Examples of
the principles of law include the following:
a. no free men shall be taken or imprisoned, disposed or outlawed
except by legal judgment of his peers

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b. no person should be tried from murder unless there is proof the
body of the victim
c. Beginning of the national and local government as well as
legislation.

The Westminster Period of Policing (1285-1500)

1. The Statute of 1295- this law prescribed the closing of the gates
of London at sundown. Start of curfew systems.

2. Justice of the Peace - this was position which gives a person the
power to arrest, pursue and impose imprisonment.

3. The Star Chamber court - a special court which try offenses against
the state.

Modern policing System

This period came to the limelight when a bill creating the Scotland

Yard was passed by the parliament of England. It was sponsored and
expanded by Sir Robert Pell who was made to be the first head of the
police organization. He was referred as the Father of Modern Policing
system due to his contributions in the modernization of the police
force. The following are the principles were considered inorganizing
and administering the Scotland Yard known as the Peels Principles:

1. Stable and effective police force should be under government

control.

2. Absence of crime is the best proof of efficiency.

3. Fast distribution of new to the people is essential.

4. Proper distribution of personnel according to shift and by hour.

5. The best qualification of peace officers is control of temper.

6. Proper selection and training is the basis of efficiency.

7. Police cannot function properly without wholehearted support of the

people.

8. Every police must sell himself to the people.

9. Police officers must go out to their way to help or assist the

people.

Philippine National Police

The Philippine National Police or PNP is the national police force of

the Republic of the Philippines with a manpower strength of 113,928 as

17
of end-July 2007. It provides law enforcement services through its
regional, provincial, municipal, district and local police units all
over the islands. Created by virtue of Republic Act 6975, otherwise
known as the “Department of the Interior and Local Government Act of
1990", the PNP came into being on January 29, 1991, at Camp Crame,
Quezon City, when the Philippine Constabulary and the Integrated
National Police were retired as mandated by law.

History Early Policing

Organized policing started in 1500s when nightmen or

bantayans patrolled the streets of Manila. The nightmen were under the
direction of the alguacil mayor who provided them with muskets as
weapons and alarm bells as their means of communication. In 1836, the
Spanish colonial authorities formed the Cuadrillo, a rural police
force, to enforce peace in the countryside. Six years later, its
general function was assumed by the Cuerpo de Carabineros de Seguridad
Publica.

The Carabineros de Seguridad Publica was organized in 1712 for the

purpose of carrying outlaws of the
Spanish government. Native Filipinos served up to the rank of sergeant
under the command of Spanish officers. It was the earlier version of
mounted riflemen in the history of the Philippine police system.
In 1852, the notoriously dreaded Guardia Civil took over peacekeeping
duties in the islands under a Royal Decree. Guardia Civil in the
provinces was composed mainly of Filipinos who worked under the
jurisdiction of the alcaldes or mayors. They followed a military
structure and received semi-military training yet lacked other
dimensions of today’s police service.

The capture of General Emilio Aguinaldo, president of the First

Philippine Republic, signaled the start of the American occupation of
the Philippines. Maintaining peace and order, particularly in the
countryside, remained the biggest problem of the Americans.
The Americans failed to subdue the followers of Aguinaldo like Gen.
Macario Sakay. Hostilities continued in Batangas, Mindoro, Cebu,
Boholand Samar. A military solution to the peace and order problem was
ruled, hence, the birth of the Philippine Constabulary.

Pacification Campaigns

To fight rampant lawlessness, the Philippine Constabulary divided the

entire country into constabulary districts. Banditry was rampant in
Southern Luzon. Records referred to the bandits as tulisanes. The
style of fighting of the early American Constables and the bandits was
“man-to-man, on foot, and generally by arms and bolos.”
The American foot soldiers had a hard time repelling the tulisanes in
their fight in the mountains as their enemies were familiar with the
terrain. Malaria and cholera were the diseases that the afflicted the
American troops whenever they conducted foot patrol in the
hinterlands.

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The Insular Force

The Americans are credited for creating the Philippine Constabulary,

the principal instrument of the civil authorities for the maintenance
of peace and order. The PC began as a small unit—the Insular Force in
1901.

It was set up by virtue of Organic Act No. 175, enacted by the Second

Philippine Commission on July 18, 1901.The Constabulary then was
composed of six thousand men led by American officers and former
members of the Spanish Guardia Civil. Under close American direction
and control, it functioned as a military organization.
Since its formation, the Constabulary had been primarily discharging
police law enforcement and public safety functions. Its officers and
men had served with distinction both in the field of law enforcement
and in combating violence and lawlessness, and in various aspects of
public service.

There was even a time in history when they performed the duties of
teachers, sanitary inspectors, midwives, doctors and foresters.

The Philippine Constabulary was mandated as a civilian organization

on March 15, 1945 when it was placed under the general supervision of
the Interior then later transferred to the Secretary of National
Defense on March 30, 1950.

The Secretary of Interior had supervision over the Constabulary as

early as January 13, 1939 until the outbreak of World War II. As an
insular police force, the officers of the Constabulary carried the
civilian title of “inspector.” Its peacekeeping duty was limited to
areas where military rule had been lifted.

The Constabulary at War

The participation of the Constabulary in the dark years of the Second

World War began upon President Roosevelt’s declaration of a state of
emergency in the United States. Manila prepared for war.

The word had been sent: Japan, the Axis power’s ally in Asia, would
soon attack the Far East. Filipinos woke up on the morning of December
8, 1941 to the news that the Japanese had attacked Pearl Harbor.

The first war casualties of the Constabulary came from the bombing of
Pan-American Airways installation at San Pedro, Makati in the
afternoon of December 8. Six Constables from the Headquarters Company
were wounded.

The next days and months saw relentless Japanese bombings on the
country’s landmarks, airfields and naval bases.

The Death March

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The Japanese had taken Manila but were surprised that no defense
forces were waiting to be captured. The Japanese forces then began the
siege of Bataan, ordering four infantry regiments with artillery and
tank support to crush the American and Filipino soldiers.

The Japanese then prepared to transfer the prisoners and surrendered

troops to Camp o’ Donnel in Capas, Tarlac in what has been known as
the “Death March.” Because of torture and starvation, 4,326 prisoners
of war died in the infamous march.

The Postwar Constabulary

The county was left in shambles after the Second World War. Manila was
in ruins. Loose firearms and dead bodies littered the streets. This
was also the period when communist ideology had been propagated in the
countryside and hard-liner supporters had been won.

The Hukbong Mapagpalaya ng Bayan or Hukbalahap became a force to

reckon with in Central Luzon.

The Hukbalahapwas born in Pampanga and was spawned by a feudal land

system in the province dominated by landlords. Pampanga was an “ideal
ground” for the agrarian unrest. It achieved legal status during the
Japanese occupation when it merged with the guerilla forces in
fighting the Japanese.

The communist movement, meanwhile, capitalized on the agrarian

problems of the country to cement its presence. Agrarian unrest was
prevalent in agricultural lands in Luzon as well as the sprawling
haciendas in the south.

Luis Taruc became a leader of the HMBs and founded his own government
in Central Luzon. It was during this turbulent period that the
Philippine Constabulary was reactivated into the Military Police
Command.

Faced with peace and order problems, the Military Police Command was
suffering from its own internal crises.

The last war had killed many Constables. There was a dearth for
trained personnel who would be utilized to address the problems.

Constabulary records showed that there were about 20,000Hukbalahaps in

Luzon in 1946. The Military Police Command, on the other hand, had
23,000 informal enlistees.

Reorganization

On January 1, 1944, the Military Police Command was dissolved by

virtue of Executive Order No. 94 issued by President Manuel A. Roxas.
The Command’s 12,000 officers and men were absorbed by the newly

20
reorganized Philippine Constabulary. The revitalized PC was in charge
of the country’s peace and order “except those which were purely
military in nature.”

Brig. Gen. Mariano Castañeda became chief of the PC and instituted

reforms. On June 21, 1948, President Elpidio Quirino offered general
amnesty to the Huks. Taruc, who had been elected a member of Congress
representing Pampanga, returned to Manila. But Taruc had no plans to
surrender. He only went to Manila to collect his back salaries and
used the money for his comrades’ operations in Central Luzon.

President Ramon Magsaysay was credited for crippling the Huk movement
by mobilizing the Philippine Constabulary. Magsaysay used the
“friendly touch” for winning over the Huks, building roads for them
and giving them lands.

The Rise of the Communist Party of the Philippines

The Philippine Constabulary’s attempt to maintain peace and order did

not end with the decimation of the Huks.

On December 26, 1968, Jose Maria Sison, a Political Science student at

the University of the Philippines, founded the Communist Party of the
Philippines.

The communist ideology spread through a small discussion group called

Kabataan Makabayan organized by Sison and his colleagues in the middle
sixties. Sison then rose to become the leader of the CPP and organized
the military wing of the CPP, the New People’s Army.

But the communists suffered a crushing blow on January 9,1969 in the

hands of the Constabulary who killed the most number of communist
leaders in one encounter in Orani, Bataan.

The PC Metropolitan Command

The upsurge of mass demonstrations and violence during the latter part
of the 60s and the expansion efforts of the communist movement
triggered the creation of the PC Metropolitan Command.

To quell the unrest, President Ferdinand Marcos issued Executive Order

Number 76 on July 14, 1967establishing the PC Metrocom which became
the PC’s striking force as it was authorized to conduct 24/7 patrol in
the entire Metro Manila and was tasked to “supplement or complement
local police action in the repression and prevention of crimes…”

Martial Law and the PC

The Philippine Constabulary took on a pivotal role when President

Marcos declared Martial Law on September21, 1972.

Marcos mobilized the Constabulary and other major services of the

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military to dismantle the “unconstitutional opposition” and to prevent
widespread hooliganism and gangsterism. Convinced that there was a
need to restructure the social base that bred lawlessness, Marcos
reorganized theg overnment machinery to effect his desired changes in
the social, economic and political structures.

On March 21, 1974, President Ferdinand E. Marcos signed Presidential

Decree 421 unifying all the police, fire and jail services in Metro
Manila. The move was significant as it created an elite force,
the Metropolitan Police Force that was placed under the aegis of the
PC Metrocom. The decree was also the first step in fulfilling the
constitutional mandate for an integrated national police force.

The Metropolitan Police Force was tasked to carry out the integration
of all police units nationwide. Brigadier General Prospero A. Olivas,
commanding general of the Metrocom, was assigned the task of launching
the pilot project under the supervision of Fidel V. Ramos
and BrigadierGeneral Cicero C. Campos, deputy Chief for police
matters.

General Olivas would have the power and direction over the Metrocom,
including tactical, strategic movements, deployments, placements and
utilization of the entire force and the training thereof.

On August 8, 1975, Marcos issued Presidential Decree

No.765 establishing the Integrated National Police with the Philippine
Constabulary as the nucleus and all police officers as components.

They were all placed under the supervision of the Ministry of National
Defense.

The Creation of the Philippine National Police

The People’s Revolution of 1986 saw the birth of the 1987 Constitution
that included a provision on the PNP which was to be “national in
scope and civilian in character.”

In 1991, the Philippine National Police was created with the passage
of Republic Act No. 6975, otherwise known as the “Department of the
Interior and Local Government Act of 1990.”

The principal authors of the Republic Act 6975 were Senators Ernesto

N. Maceda and Aquilino Pimentel, Congressmen Jose S. Cojuangco Jr. and
Rodrigo Gutang.

Upon its signing into law on December 13, 1990, the PNP underwent a
transitory period; and on 31 March 1991, President Corazon
Aquino named General Cesar Nazareno as the first Director General of
the Philippine National Police.

On January 29, 1991, at Camp Crame, Quezon City, the Philippine

Constabulary and the Integrated National Police were retired

22
officially and the Philippine National Police was born.

Like any new evolving organization, the PNP suffered from birth pains.
To address these concerns, Republic Act 8551 or the PNP Reform and
Reorganization Act of 1998 was enacted on February 17, 1998 to amend
certain provisions of Republic Act No. 6975.

This move was in response to the growing clamor to transform the PNP
“into a more responsive, effective and relevant police organization.”

Under this Act, the PNP shall be strengthened and evolved into a
highly efficient police force that is community and service-oriented
and fully accountable in the performance of its action.

Officer
Training Officers for the Philippine National Police are sourced from
the Philippine National Academy as well as through lateral entry, for
specialized disciplines and requirements such as doctors, engineers
and other technical positions.

The Philippine National Police Academy is located in Silang, Cavite

and is the primary training school for the PNP.

Recruitment and Training

The PNP conducts regular recruitment programs, depending on annual
budget allocations.

The entry level for non-commissioned officers is the rank of Police

Officer 1 or PO1, with a starting salary of P14, 265.00 inclusive of
allowances.

The new recruits undergo Police Basic Recruit Course for six months
and a Field Training Program for another six months prior to
deployment to various units.

Republic Act No. 6975 Approved: December 13, 1990

-An Act Establishing the Philippine National Police under a

Reorganized Department of the Interior and Local Government, and for
other purposes. PHILIPPINE NATIONAL POLICE (PNP) The Philippine
National Police (PNP) has been established initially consisting of the
following:

a. Members of the police force who were integrated into the Integrated
National Police (INP)pursuant to PD 765;

b. Officers and enlisted personnel of the Philippine Constabulary (PC)

which include:

•Those assigned with the Narcotics Command (NARCOM);

•Those assigned with the Criminal Investigation Service (CIS);

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•Those of the technical services of the AFP assigned with the PC.

•Civilian operatives of the CIS.

c. Regular operatives of the abolished NAPOLCOM Inspection,

Investigation and Intelligence Branch may also be absorbed by the PNP.
In addition, the PNP shall absorb the Office of the National Action
Committee on Anti-Hijacking (NACAH) of the DND, all the functions of
the Philippine Air Force Security Command (PAFSECOM), as well as the
police functions of the Coastguard. 

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